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我厂围绕提高经济效益推行财力目标管理,促进了全员核算,提高了企业素质,较好地完成了1991年市府下达的承包任务,其中利润总额超额14.3％,上交利润超额45％,实现税利超额14.6％,折旧和大修理基金提足率100％,比上年实际提取额增加98.29万元,国有资产增值率73.6％,全面地完成了市府下达的承包任务,现简介我厂财务目标管理的做法。一、目标确定的原则与目标管理的程序我厂为完成经济指标确定财务目标时,一是瞄准国内同行业的先进水平,力争迅速赶上;二是处理好每项指标的增长与实际效益的关系,不能只顾追求某项指标的高速度而影响总的经济效益;三是考虑企业近期利益和长远利益的关系,不能只顾跟前利益而损害长远利益;四是指标之间的换算要符合企业内部的实际情况。
I plant around the economic efficiency of the promotion of financial management objectives, and promote full accounting, improve the quality of enterprises, better completed the 1991 municipal government contracted tasks, of which the total profit exceeded 14.3%, turned over 45% of profits, The Company achieved an excess of 14.6% in tax revenue and profits, 100% in depreciation and overhaul funds, an increase of 982,900 yuan over the actual withdrawal from the previous year and an increase of 73.6% in the value of state-owned assets. It fully completed the contracted tasks assigned by the municipal government. Financial objectives management practices. First, the goal of determining the principles and objectives of the management process I plant to complete the economic indicators to determine the financial goals, one aimed at the domestic industry with the advanced level and strive to catch up quickly; the second is to deal with the growth of each indicator and the actual effectiveness of Thirdly, considering the relationship between the short-term and long-term interests of enterprises, we can not take into account the immediate interests and undermine the long-term interests. Fourth, the conversion between indicators should conform to the internal The actual situation.